At Stanford, he is the chairman of the Committee for Undergraduate Standards and Policies (C-USP). He is an affiliated faculty member of the Woods Institute for the Environment at Stanford. Tom is a faculty director of the TechAmerica/Stanford Executive Institute, a general management program for technology executives. Tom has also been a visiting professor at the UAE's Higher Colleges of Technology, London Business School, and University College London.

For his efforts at Stanford, Tom holds endowed chairs in engineering regarding entrepreneurship education and another known as the McCoy University Fellow in Undergraduate Education. Tom has received Stanford's Gores Award for excellence in teaching (the university's highest award) and its Tau Beta Pi Award for excellence in undergraduate teaching (the engineering school's highest award). In 2009, the National Academy of Engineering (NAE) awarded Tom and Tina Seelig its Gordon Prize, which is the profession's highest honor recognizing innovation in engineering and technology education. He is a member of the Hall of Fame at UC Berkeley's Haas School of Business.

He is also the recipient of several other national teaching awards including the Olympus Innovation Award from the NCIIA, the ASEE Kauffman Award for excellence in engineering and technology entrepreneurship education, the USASBE Entrepreneurship Educator of the Year Award, the Academy of Management's Innovation in Entrepreneurship Teaching Award, and the Leavey Award for excellence in private enterprise education. Earlier, STVP was named the NASDAQ Entrepreneurship Center of the Year and Tom was named Northern California Entrepreneur of the Year in Ernst & Young's competition.

Tom holds a BS in Industrial Engineering and Operations Research and an MBA from UC Berkeley. He also earned a PhD in Business Administration (Management Science) at UC Berkeley.

Entrepreneur and venture capitalist Ben Horowitz shares which entrepreneurial skills truly matter, and why learning to manage well may be the most critical skill of all. Horowitz, a founding partner of Andreessen Horowitz, discusses the value of learning inside a large company, some of the exciting technology frontiers ahead, and the purpose and philosophy of his firm, in conversation with Stanford Engineering Professor Tom Byers.

In conversation with Stanford Engineering Professor Tom Byers, Ben Horowitz points out that entrepreneurs must be able to build a great product before they can build a great company. Horowitz, co-founder and general partner at the Silicon Valley-based venture capital firm Andreessen Horowitz, also talks about management being a learned skill.

Ben Horowitz, a founding partner of Andreessen Horowitz, describes how his venture capital firm went from industry newcomer to a leader in the Silicon Valley ecosystem in just a few years. In conversation with Stanford Engineering Professor Tom Byers, Horowitz says his firm built brand recognition through aggressive marketing and broke into the top tier with an innovative approach to staffing, salary and advisory services.

Tom Byers, professor at Stanford University and founder and a faculty director of the Stanford Technology Ventures Program (STVP), stresses that "Entrepreneurs are not born, they are made". He discusses a framework that elaborates the difference between an idea and an opportunity.

Byers strongly believes that entrepreneurs have to evolve with their organization. He uses a metaphor to compare entrepreneurs to three kinds of dogs: retriever, bloodhound, and husky, as they evole into the role of CEOs.

Byers believes that the impact of marketing is often underestimated by companies. He talks about how partnering is one of the keys to crossing the chasm between the early market and the mainstream market.

Byers talks about how a great business plan can be developed. He uses Sahlman's alignment model to explain that an opportunity has to be in alignment with resources, people and context for deals to get completed.

Byers explains that smaller companies need to pay extra attention on how they spend their cash because if they run out of cash, it is game over for them. Byers uses the example of Palm Inc. to show how well the company managed their cash flow.

Byers goes over the essentials of a venture finance process: angel investors, corporate venture capital, boot strapping and the public. He also discusses the pros and cons of each of these pieces in this process.

Byers gives his perspective on how ethics played a role in high-tech entrepreneurship in the late 90's. He strongly believes that it is okay to fail but at the end of the day, it is character that matters.

The following interviews were conducted during STVP's annual Roundtable on Entrepreneurship Education for Engineers, hosted at Stanford in October 2001. Five entrepreneurship center directors from leading entrepreneurship programs were invited to share their visions, successes and challenges. Their stories will provide a collection of models for other colleges and universities who are planning to establish an entrepreneurship center.

[From Amazon] Technology Ventures</i> is the first textbook to thoroughly examine a global phenomenon known as "technology entrepreneurship". Now in its second edition, this book integrates the most valuable entrepreneurship and technology management theories from some of the world's leading scholars and educators with current examples of new technologies and an extensive suite of media resources.

Dorf and Byers's comprehensive collection of action-oriented concepts and applications provides both students and professionals with the tools necessary for success in starting and growing a technology enterprise. Technology Ventures</i> details the critical differences between scientific ideas and true business opportunities. Additionally, the book contains a DVD media package of video segments from the STVP Educators Corner website featuring world-class entrepreneurs, investors, and Stanford professors.

Entrepreneur and venture capitalist Ben Horowitz shares which entrepreneurial skills truly matter, and why learning to manage well may be the most critical skill of all. Horowitz, a founding partner of Andreessen Horowitz, discusses the value of learning inside a large company, some of the exciting technology frontiers ahead, and the purpose and philosophy of his firm, in conversation with Stanford Engineering Professor Tom Byers.

Prominent industry leaders team up with Stanford Faculty to discuss entrepreneurial solutions to problems in the areas of international affairs, human health and the environment. They tackle world issues from a global and technical perspective beyond the usual bureaucratic approach with a special focus on developing nations.